“Management” (from Old French ménagement “the art of conducting, directing”, from Latin manu agere “to lead by the hand”) characterises the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible). …

Henri Fayol, analysed the process of management as “to forecast and plan, to organise, to command, to co-ordinate and to control.

In his comprehensive book ‘The Evolution of Management Thought’ Daniel A Wren writes: “Within the practices of the past there are lessons of history for tomorrow in a continuous stream. We occupy but one point in this stream. The purpose... is to present…the past as a prologue to the future." Classical Approaches:

Scientific Management:F.W Taylor was the pioneer of this thought. Scientific management is the concept that by measuring the costs and efficiency of particularly production you can make decisions from the data that rearranges, reallocates, rearranges and so forth the units of production so that output is at the maximum size and operations for the lowest unit production cost in the long run. “The Principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee” (Taylor, 1947) Human Relations:

The use of social relationship between workers as the prime motivator. Mayo found that it was fundamental to understand the human factor in a work situation. The need to understand the existence and importance of a group. The key function for a manager is to encourage open communications. Mayo’s case study at the Hawthorne plant in 1927 proves his theory works. Even after all the changes he implemented during the study were reversed the workers and supervisors still worked as a group and production continued to rise. The special treatment required by experimental participation convinced workers that management had a particular interest in them. This raised morale and led to increased productivity. Maslow’s Pyramid below show a clear view on how as each need is met we can progress to the next level/ need.

Maslow Pyramid of Needs:
(Source: http://wiki.answers.com/)

Bureaucracy:

Max Weber (1864-1920) believed that there was 6 main elements to succcesful management. Division of labour, hierachy, selection, career orientation, formalisation and imporsanality. He believed that in order for ans organisation to be sucessful we must think of it lke a machine. While Bureaucracy proves to be an excellent framwork it can be inflexable to the evironmental changes.

Administrative Management:

Is based on personal experiences of its key promoters. It focuses on senior managers and the policy issues faced by them. Henri Fayol was a practical manager. Fayols method of management is in my opinion is one of the most popular methods used in business today. His view on management is “to forecast and plan, to organise, to command, to coordinate and to control” Fayol’s Business Activities:

Contemporary Approaches

Quantitative Management:
Is a more scientific approach to management used during World War II. Basically management make a decision based on a formal mathematical model of the problem. Organisational Behaviour:
Roots from the human relations approach. Theorist believed that the human relations approach was too simplistic and...

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2.
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3.
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In order to define the term management theory and to critically evaluate classical and human approaches it is also important to discuss what shaped the thinking of management theory development.
In seeking to definemanagement one must also define the word theory. Theory is defined in the Concise Oxford Dictionary, 9th edition, edited by Della Thompson as" a supposition or system of ideas explaining something".
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...Management
“Management is a set of activities directed at an organisation’s resources, with the aim of achieving organisational goals efficiently and effectively.”(Davidson, Simon, Gottschalk, Hunt, Wood &amp; Griffin (2006) p.5). Management has been practiced for thousands of years by many different civilisations. As a result there are many different approaches to management, two of which are, the behavioural and contemporary management perspectives. The behavioural perspective recognises the importance of behavioural process in the workplace and emphasises individual attitudes and behaviours, and group processes. The Hawthorne studies are famously associated with this perspective and along with studies on technology and social systems lead to the development of the human relations movement and emergence of organisational behaviour. The contemporary perspective seeks to derive value for the organisation by integrating the various approaches to management. Facilitating this integration are the systems and contingency theories as well as knowledge management and learning.
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Division of Management, Marketing, and MIS
Marshall University
Course Title and Number: MGT 672-201 Organizational Behavior (Graduate)
Semester and Year: Fall 2014
Meeting Times: 6:30 – 9:0 PM Thursday
Required Texts : Organizational Behavior (Robbins & Judge )(ISBN13: 978-0132834872 or ISBN10: 0132834871
Instructor : Ivan Muslin
Office : Corbly Hall 427
Telephone : Ext. 65292
Email : muslin@marshall.edu
Office Hours : T/TH 10:00-11:00; T/TH 12:30-2:00; by appointment
Web Sites: http://MUOnline.marshall.edu
This syllabus is subject to change.
“If you do not ask the right questions, you don’t get the right answers. A question asked in the right way often points to its own answer. Asking questions is the ABC of diagnosis. Only the inquiring mind solves problems.” – Edward Hodnett
Course Description: Behavioral science fundamentals and management applications that emphasize organizational behavior. This class is about the behavior of individuals, groups, and organizations, and about the interactions between them. This is a vital area of study because a manager’s principal responsibility is to make decisions regarding organizational objectives, and to lead and influence the behavior of others in order to see that the decisions are...

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The study of management begins with the classical approaches including three points: scientific management, administrative principles and bureaucratic organization .First, according to Frederic Taylor’s four principles, scientific management could develop rules of motion, focused on the need to carefully select, train and support workers for individual task performance. Moreover, Gilbreths stated that scientific management will motion study and eliminate wasted motions. We can learn many practical lessons from scientific management such as making results-based compensation, designing jobs, selecting and training workers. What about administrative principles? There are five rules (Foresight, Organization, Command, Coordination, Control) and three key principles of management(Scalar chain, Unity of command, Unity of direction. Henri Fayol suggests that managers should learn what are now known as the management functions of planning, organizing, leading and controlling. In addition,...